This article presents and discusses the different business models adopted by e-commerce firms. It addresses the
issue of the business model, concerning the revenue-generating model, marketing-related costs, logistical
problems, risk of fraud and the demand for investment in technology. Some of the models are profitable and most
are not. The world is experiencing a sharp increase in this sale channel, but many operations are still losing a lot
of money
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
De Beers Consolidated Mines has successfully managed the global diamond industry for many decades, propping up prices at all stages of the value chain, reducing price volatility and increasing consumer demand. By the end of the 20th century, however, a series of forces threatened De Beer's role and profitability. New diamond mining firms were selling their production on the open market rather than through De Beers' Central Selling Organization. Can De Beers strategy beat their competitors and what was the competition situation? Find out, more in this presentation.
Michael Porter's 5 Forces in Online retail Store/Retailer FlipkartPreeti Acharya
Michael Porter's 5 Forces, Diagram, Diagram Explanation, About Michael Porter, Supplier Power, Buyer Power, Competitive Rivalry,Threat of Substitutes, Threat of New Entry, Porter's Five Forces For Online Retailer, Recommendations for Flipkart, Conclusions
This article presents and discusses the different business models adopted by e-commerce firms. It addresses the
issue of the business model, concerning the revenue-generating model, marketing-related costs, logistical
problems, risk of fraud and the demand for investment in technology. Some of the models are profitable and most
are not. The world is experiencing a sharp increase in this sale channel, but many operations are still losing a lot
of money
E-Commerce Business, Technology & Society, Full presentation covering the business model of e-Commerce starting from implementation, operation and revenue streaming, all about how to automate and sell online.
De Beers Consolidated Mines has successfully managed the global diamond industry for many decades, propping up prices at all stages of the value chain, reducing price volatility and increasing consumer demand. By the end of the 20th century, however, a series of forces threatened De Beer's role and profitability. New diamond mining firms were selling their production on the open market rather than through De Beers' Central Selling Organization. Can De Beers strategy beat their competitors and what was the competition situation? Find out, more in this presentation.
Michael Porter's 5 Forces in Online retail Store/Retailer FlipkartPreeti Acharya
Michael Porter's 5 Forces, Diagram, Diagram Explanation, About Michael Porter, Supplier Power, Buyer Power, Competitive Rivalry,Threat of Substitutes, Threat of New Entry, Porter's Five Forces For Online Retailer, Recommendations for Flipkart, Conclusions
Ptak Prize India Qualifier 2014 -
Analysis of E-Commerce Supply Chain Challenges and Logistics Bottlenecks. Industry analysis using Porter's 5 forces model, strategic road map for E-commerce firms in India and the future of omni-channel retail.
Case Questions:
The logistics issues were there for decades and it impacts the same way all the sectors which heavily rely on distribution (Example: FMCG). So keeping these logistics issues as constraints to live with,
(a) Analyze and present what Specifics to Ecommerce Industry makes Logistics as a 'Critical Bottleneck'
(b) Analyze and present the key things that make 'Last Mile Network Planning and Scheduling' a nightmare for the planners.
2. Using Porter's 5 Forces, analyze the current E-Tailing (Retail E-Commerce) Industry and tell us, Will you start your Own E-Commerce business in 2015? Support either of your answers with facts and your inferences.
3. Review the below statements carefully:
i. "Equity Funds are not free money - Investors will push you hard for profitability soon; as you are aware, none of the Indian E-Com players are profitable".
ii. "E-Commerce customers are well tamed with multiple value propositions (Easy Returns, Discounts, Cash on delivery (COD), free replacement etc.) from E-Commerce companies. You restrict any one of it, it will lead to dissatisfaction"
Now assuming you are the 'Head-Strategy' for an E-Commerce organization- set the strategy for 2015 to 2019.
4. Article clearly says "OMNI Channel (Click and Brick) is the future". Now, traditional offline giants like TATA, Reliance etc., will setup their own online vertical and E-Commerce big players will also come up with physical stores. Analyze both these scenarios in detail and present who is going to be the winner - Is it Offline player who adopted the Online as an extended channel or the Online player who adopted the Offline as an extended channel?
Strategic Marketing in Aramex Company: A Case StudyAyat A. Saleh
The purpose of this case study is to provide an analysis for the strategic marketing development in Aramex Company using different marketing theories and concepts, and provide a set of recommendations for the future. The tools are: PEST analysis, Porter's Five Forces, Service Life Cycle, Ansoff's Matrix and BCG Matrix. This case study was submitted as a part of the 'Strategic Marketing' course in the University of Warwick, United Kingdom, 2015. For more details, you can check this blog post:
https://ayatsaleh.com/2017/01/02/strategic-marketing-development-for-a-product-and-or-a-portfolio-of-products-would-a-single-tool-be-enough/
This case study report is detail analysis of Amazon.com. The report describes the List of areas that
it has been working, the business models it has adopted and the various strategies that it has
implemented to make it one of the most successful E-commerce platform. This case study reflects
that using the strategies and model adopted by Amazon's can leads any other E-commerce site to get
successful. This case study also shows that how the different models and strategies must be
implemented with respect to the dynamic environment of the E-commerce.
Globalization intensified competition in most industries. This came at a time when firms competing in mature markets were experiencing increased difficulty to grow revenues in their home markets. As a result, firms were forced to focus on cost reduction as a means to increase shareholder value. Firms also felt an increased dependence on suppliers for value creation.
Version April 26, 2000Sunil Chopra is the IBM Distinguish.docxjessiehampson
Version: April 26, 2000
Sunil Chopra is the IBM Distinguished Professor of Operations Management and Jan Van Mieghem is an Associate
Professor of Operations Management; both are at the Kellogg Graduate School of Management at Northwestern University.
Both are co-authors of "Managing Business Process Flows" (Prentice Hall 1999). Professor Chopra also is the co-author
of the new textbook "Designing and Managing Supply Chain Flows," (to be published by Prentice Hall), which inspired this
article.
Copyright 2000. All rights reserved, contact [email protected]
1
WHICH E-BUSINESS IS RIGHT FOR YOUR SUPPLY CHAIN?
by Sunil Chopra and Jan A. Van Mieghem
(Forthcoming in Supply Chain Management Review)
The Internet is revolutionizing the way companies
conduct business. Or is it? We argue that the value of
the Internet for a firm is strongly dependent on the firm’s
industry and on the strategy it pursues. A survey of firms
with an online presence displays wide disparities in
performance. While Dell has successfully used the
Internet to boost revenues and earnings, Amazon lost
$585 million on revenues of $1.6 billion in 1999. Firms
that fully exploit the revenue enhancements and cost
reduction opportunities offered by the Internet and
optimally integrate e-business with existing channels are
likely to be the big winners in the Internet age.
The Role of E-business in a Supply Chain
E-business involves the execution of business
transactions over the Internet. Companies conducting e-
business perform some or all of the following activities
over the Internet across the supply chain:
• Providing product and other information
• Negotiating prices and contracts
• Placing and receiving orders
• Tracking orders
• Filling and delivering orders
• Paying and receiving payment.
All these activities have been conducted in the past using
existing "channels" such as retail stores, sales people, and
catalogs. For example, companies like Lands End and
W.W. Grainger have used catalogs to provide product
information to customers.
Companies have used the Internet in a variety of
ways to enhance supply chain performance. Dell uses the
Internet to display all its product options to customers.
Companies like Solectron and Ford have used the
Internet to increase collaboration in product design. UPS
and Federal Express have used the Internet to allow
customers to track their packages.
Our goal is to characterize how different firms can
best use the strengths of the Internet to enhance the
performance of their supply chains. We argue that the
answer is industry and strategy specific and propose a
simple framework that managers can use make this
decision.
A Strategic Framework to Evaluate Supply Chain
Opportunities from E-business
The framework starts from the premise that supply chain
decisions must be evaluated in a strategic context based
on the answers to the following three questions:
1. What is your firm's desired strategic position?
2. Give ...
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsRizwan Tayabali
Multi-channel retailing is a deceptively easy concept. Simple in terminology, but complex to
explain and even more so to deliver. This paper provides an overview of what it is about, covering the
drivers, benefits, challenges and organizational changes needed to get there.
Introduction to network quality arbitrageMartin Geddes
Many large operators have expressed a desire to undertake disruptive change, and we have often proposed an agenda for such change. What typically happens is that, after several rounds of engagement, we observe that there is little mainstream organisational appetite to engage in disruption. Why so?
The main reason is a perception gap between the current state of the art (which any leading operator delivers) and our understanding of the state of the possible (which most operators are very far from). This gap exaggerates the risks of engaging in disruption, and underestimates the potential rewards.
Another reason is that our industry as a whole implicitly believes that network service quality is a matter of detecting and rectifying ‘faults’. This framing inhibits the consideration of the alternative paradigm of networks as resource trading spaces. As a result, the significant ‘quality arbitrage’ that exists in all IP networks is not visible.
Operators face the risk that others will exploit the arbitrage opportunity, to their serious commercial disadvantage. This has happened before, e.g. with TDM and the rise of ISPs, and is happening now with SD-WAN. We propose that a larger multinational operators need to proactively initiate the disruption via a new business unit.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
3. How the Internet Is Affecting the
Five Competitive Forces
The Threat of New
Entrants
The Bargaining Power
of Buyers
The Bargaining Power
of Suppliers
The Threat of
Substitutes
The Intensity of
Competitive Rivalry
4. The Threat
of New
Entrants
New Entrants will be a bigger threat now because the Internet lowers barriers
to entry.
Business that exist in cyberspace can create an appearance that makes them
seen like strong competitors, regardless of their actual size or the quality of
their operation.
A New Cyber Entrant can use the savings provided by the Internet to charge
lower prices and compete on price despite the incumbent’s scale advantages.
A New Entrant may be able to serve a market more effectively, with more
personalized services and greater attention to details.
A new firm may be able to build a reputation in its function and charge
premium prices.
It can capture small pieces of an incumbent’s business and erode profitability.
Another potential benefit of Web-based business is access to distribution
channels.
5. The Bargaining
Power of
Buyers
The Internet may increase buyer
power by providing consumers with
more information to make buying
decisions and lowering switching
costs.
Internet sales activity that is First, a large amount of consumer information is
labeled “B2C” (Business to available on the Internet.
Consumer) is likely to increase the
power of these buyers for several Second, an end user’s switching costs are also
reasons. potentially much lower because of the Internet
The bargaining power of
distribution channel buyers may
decrease because of the Internet.
6. The Bargaining
Power of
Suppliers
Use of the Internet to speed up and streamline the process of
acquiring supplies is already benefiting many sectors of the
economy.
Internet technologies make it possible for suppliers to access more
of their business customers at a relatively lower cost per customer.
Supplier may not be able to hold onto these customers because
buyers can do comparative shopping and price negotiations so
much faster on the Internet, and can turn to other suppliers with a
few clicks of the mouse.
One of the greatest threats to supplier power is that the Internet
inhibits the ability of suppliers to offer highly differentiated
products or unique services.
7. Other factors may also contribute to stronger
supplier power.
Third, the use of
Second, suppliers proprietary
may be able to software that links
Finally, supplier will
First, the growth of create Web-based buyers to a
have greater power
new Web-based in purchasing supplier’s website
to the extent that
general may create arrangements that may create a rapid,
they can reach end
more downstream make purchasing low-cost ordering
users directly
outlets for suppliers easier and capability that
without
to sell to. discourage their discourages the
intermediaries.
customers from buyer from seeking
switching. other sources of
supply.
9. The Threat of Substitutes is
heightened because the
Internet introduces new ways
to accomplish the same tasks.
The Threat
of
Substitutes
The economies created by the
Internet technologies have led
to the development of
numerous substitutes for
traditional ways of doing
business.
10. The Intensity of Competitive Rivalry
Internet creates more tools and means
for competing, so rivalry among
competitors is likely to be more intense.
The Internet tends to increase rivalry by
making it difficult for firms to
differentiate themselves and by shifting
customer attention to issues of price.
11. How the Internet is Affecting the Competitive
Strategies
To stay competitive, firms must update
their strategies to reflect the new
possibilities and constraints that this
phenomenon represents.
Three
Overall Cost
Competitive Leadership
Differentiation Focus
Strategies
12. Overall Cost Involves managing costs in
Leadership every activity of a firms
value chain and offering
no-frills products that are
an exceptional value at
the best possible price.
Managing costs, and even changing the cost
structures of certain industries, is a key of the
internet economy.
The internet reduces the costs of traveling to a
location to search for a product or service.
Internet is creating new opportunities for firms
to achieve low-cost advantages.
13. Involves providing unique,
Differentiation high quality products and
services that promote a
favorable reputation and
strong brand identity and
usually command a premium
price.
Internet technologies have created new ways for firms
to achieve a competitive advantage.
The internet is creating new ways of differentiating by
enabling mass customization.
Internet capabilities are changing the way differentiators
make exceptional products and achieve superior service.
14. Focus
Involves targeting a narrow market segment
with customized products and/or specialized
service.
Internet offers new avenues in which to compete
because they can asses markets less expensively,
and provide more services and features.
Achieving competitive advantage will depend on
how effectively firms use internet technologies
and deploy focus strategies.